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EMERGENCY
INSURGENCY
by Mr. Michael Bold
I
s the U.S . defense establishment structurally capable of fostering innovation?
Peter Newell, a retired Army colonel and former director of the Army’s Rapid
Equipping Force (REF), doesn’t think so. In his new role as managing part-
ner of the Silicon Valley consulting firm BMNT, Newell is working to change
that, helping to develop a national security pipeline to drive innovation in DOD at
startup speed.
Newell is on the speed dial of leaders throughout the defense and intelligence acquisi-
tion communities, people who reach out for his company’s help defining and solving
tough problems and erasing organizational roadblocks that stop innovation in its
tracks. With Steve Blank, the startup guru who launched the Lean Startup movement
(See “Get Out”, Page 124), Newell created Hacking for Defense, a national university
program run by the nonprofit arm of BMNT that helps DOD and the intelligence
community solve critical national security challenges.
Newell’s work with REF and BMNT has given him a unique vantage point for under-
standing how government agencies and other large organizations can get innovation
right. He points to two things that need to change for the Army to make progress in
terms of innovation:
• Creating a separate but integrated innovation system.
• Changing how requirements are written.
Peter Newell, former chief of the U.S. Army’s Rapid
Equipping Force, thinks DOD and intelligence agencies
execute their missions but won’t do innovation well until
innovation has a separate but integrated system of its own.
Peter Newell
ARMYAL&T
HTTPS://ASC.ARMY.MIL
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